2007 Defense Installations Strategic Plan
The 2007 Defense Installations Strategic Plan is available on the web at:

www.acq.osd.mil/ie/index.html
America’s security depends upon defense installation assets that are available when 

and where needed, and with the right capabilities to support current and future 

mission requirements. As the enterprise managers of the defense installations 

portfolio, we recognize transformation as a critical enabler to ensure these 

capabilities are delivered –– effectively and efficiently.

America’s military installations, including their associated environment, have many 

purposes. They must sustain the regular forward and home station presence of 

U.S. forces as well as provide support in training and deployment to meet the 

Nation’s need in periods of crisis, contingency, and combat. They need to ensure a 

productive, safe, and efficient workplace, and also offer a decent quality of life for 

military members and families, and the civilian and contactor workforce.

The President and the Secretary of Defense have challenged the military to 

transform itself to meet current and future threats to America’s security. In 

addition to leading-edge weapon systems, doctrinal innovation, and the employment 

of technology, this transformation also requires a similar change in our approach 

to the fundamental business practices and infrastructure “backbone” of the 

Department of Defense.

The Office of the Deputy Under Secretary of Defense (Installations and 

Environment) is a focal point in this transformation, not just by incorporating 

proven management practices into traditional areas, but also by extending these 

practices into new, previously unexplored areas.

This Defense Installations Strategic Plan expands the scope and enhances some 

of the principles laid out in the 2004 Strategic Plan. This strategic plan explains 

how we will build upon past accomplishments to advance the Department’s 

transformation by improving programs to operate, sustain, restore, and modernize 

our installation assets.

Philip W. Grone

Deputy Under Secretary of Defense

(Installations and Environment)

Installations:

The Home of Combat Power.
p. 4

INTRODUCTION

In September 2004, the Department of the Defense issued the initial Defense 

Installations Strategic Plan. The 2004 Plan built on the August 2001 first-ever Defense 

Installations Posture Statement along with the initial Defense Facilities Strategic Plan. 

The 2004 Plan guided the Department’s programs and budgets and enabled substantial 

improvements in the management and sustainability of the Nation’s installation assets.

The 2007 Defense Installations Strategic Plan reflects the continuous evolution of the 

strategic planning process. As part of the President’s Management Agenda, Executive 

Order 13327, “Federal Real Property Asset Management,” promotes efficient and 

economical use of real property assets. The Federal Real Property Council, created 

by the executive order, issued guiding principles, vision, and performance measures 

which are incorporated in our processes and practices. The 2006 Quadrennial Defense 

Review (QDR) directs the implementation of enterprise-wide changes to ensure that 

organizational structures, processes and procedures effectively support DoD’s strategic 

direction. The Global War on Terrorism has reinforced the need for a new, more flexible 

global installations posture. The implementation of the Global Defense Posture and Base 

Realignment and Closures (BRAC) 2005 mandates will provide the new domestic and 

global installations posture. The Defense Installations Strategic Plan flows directly from 

the Under Secretary of Defense (Acquisition, Technology, and Logistics) goal of “Capable, 

Efficient, and Cost Effective Installations.”

The 2007 Defense Installations Strategic Plan expands the scope and enhances some of 

the principles laid out in the 2004 Strategic Plan. The expanded scope further defines 

the integral relationship between natural assets and the built environment, advancing the 

integration of installations and environmental, safety, and occupational health activities 

in a comprehensive asset management framework to enhance overall sustainability and 

support of the military mission. Thus, throughout this Strategic Plan, we use the term 

“installation assets” to include all natural and constructed assets associated with owning, 

managing, and operating an installation, including the facilities, people, and internal and 

external environment.

Our strategy is organized around a framework that includes a global vision and mission, 

strategic goals, tactical objectives, and means (with measurable performance) for 

achieving the objectives, goals, missions, and ultimately the vision.

Our vision for installations is unchanged from the previous plan. We have completed 

the BRAC 2005 process and Global Defense Posture Review resulting in an installation 

asset roadmap for the 21st century. Initiatives are underway to implement the 

BRAC 2005 Joint Basing mandate in 2008. Two additional facility models have been 

fielded. Implementation of management practices will improve asset management and 

information sharing within the Department. We are thus making real progress toward 

achieving our vision.

OUR MISSION

Provide installation assets and services necessary to support our military 

forces in a cost effective, safe, sustainable, and environmentally sound 

manner.

OUR VISION

Installation assets and services are available when and where needed, 

with the joint capabilities and capacities necessary to effectively and 

efficiently support DoD missions.

ARMY

NAVY

AIR FORCE

USMC

DLA

DODEA

TMA

Strategic Alignment

USD (AT&L) Goals

1. High performing, agile, and ethical 

 workforce

2. Strategic and tactical acquisition 

 excellence

3. Focused technology

4. Cost effective joint logistics

5. Industrial capabilities

6. Improved governance

7. Capable, efficient, and cost effective 

 installations

DISP Goals

COMPONENT

IMPLEMENTATION

PLANS

1. Right size and place

2. Right quality

3. Right risk

4. Right resources

5. Right management practices

6. Right workforce

The President’s Management Agenda

National Security Strategy

National Military Strategy

Quadrennial Defense Review

SECDEF 4 Year Goals
p. 5

This plan applies to all Department 

of Defense activities. All DoD 

Components will develop their own 

Component-specific installation 

assets and services strategic plans 

in support of the overarching 

Defense Installations Strategic Plan. 

The Office of the Deputy Under 

Secretary of Defense (Installations 

and Environment) is responsible for 

execution of this plan.

Although we intend this Strategic Plan to be available to a broad readership outside the 

Department of Defense, it is, most fundamentally, a plan that is carried out daily by the 

stewards of America’s installation assets and services. 

Our mission is what we attempt to accomplish on a daily basis. It is a complex and 

costly mission. The worldwide installation assets and resources under the management 

of the Department of Defense are immense: 32 million acres, over 570,000 individual 

buildings and structures with a plant replacement value of $710 billion, and more than 

$55 billion in annual expenditures in the President’s Budget request for fiscal year 2008.

We added one new “pillar” to the framework – “right workforce” – to emphasize the 

critical contributions of our dedicated workforce. We have modified two “pillars” to 

reflect the transformation of our management processes. The goal “right safety and 

security” was changed to “right risk” – to emphasize a decision process that better 

communicates the goal to protect personnel, property and mission capability. The goal 

“right tools and metrics” was changed to “right management practices” – to emphasize 

the installation and environment enterprise ongoing adoption of modernized and 

efficient practices and processes.

The greater depth in this plan also results from increased focus on specific objectives 

– including identification of means and strategies, outcomes and performance measures 

with target dates. The “SMART-Q” criterion was used to focus the objectives and 

resulting performance measures. Target dates are the end of the fiscal year 

(September 30) unless otherwise noted.

Strategic Plan Framework

VISION

MISSION

GOAL 1

OBJECTIVE 1.1

MEANS & STRATEGIES

OUTCOMES

MEASURES

OBJECTIVE 1.2

GOAL 2 GOAL 3 GOAL 4 GOAL 5 GOAL 6

Component Level Implementation 

Plans - Military Services

Defense Installations Strategic Plan

Component Level Implementation 

Plans - Defense Agencies

OUR GOALS

• Right Size and Place: Locate, size, and configure defense installation 

assets to meet the required capabilities of military forces.

• Right Quality: Assess and deliver installation capabilities needed to 

provide effective, safe, and environmentally sound living and working 

places in support of DoD missions.

• Right Risk: Protect personnel, property, and mission capabilities 

through informed risk decisions at the appropriate level of leadership.

• Right Resources: Balance resources and risks to provide high quality 

installation capabilities, and to optimize life-cycle investment to support 

readiness.

• Right Management Practices: Continuously improve installation 

planning and operations by embracing best business practices and 

modern asset management techniques. 

• Right Workforce: Develop a high performing, agile, and competent 

workforce. 

Vehicles from the 3rd Infantry Division wait to be 

driven up the stern ramp and into the hold of the ship 

in the port of Savannah, GA.
p. 6

GOAL 1 - RIGHT SIZE AND PLACE:

Locate, size, and configure defense installation assets to meet the required capabilities of military forces.

To meet today’s challenges, enhance DoD joint warfighting capability, prepare for the 

future, and ensure readiness, the Department must continually re-shape and re-size 

our installations framework to align with operational requirements. DoD must divest 

excess and obsolete assets, but also invest in solutions for infrastructure deficits at 

some locations for certain types of assets. The Department must, in short, adjust its 

global “footprint” to match evolving military requirements – disposing of and acquiring 

installation assets where necessary and configuring and re-configuring to optimize 

effectiveness and efficiency.

Objective 1.1: 

Reshape the overall structure of installations within the United States to better 

support the DoD Components (including Washington Headquarters Services) and joint 

warfighting needs. 

Means and Strategies: Each installation will evaluate its master plan for efficiency of 

operations, particularly in light of the repositioning of troops from abroad. Emphasize 

the fact that the structure of installations includes more than the physical facilities or 

the land they sit upon. DoD maintains an array of ranges and sites not traditionally 

thought of as installations that must also be factored into these master plans. Integrate 

Environmental Safety and Occupational Health (ESOH) considerations into the life cycle 

identification, establishment, operation, and base closures to ensure sustainability of 

the mission, limit United States liability, minimize encroachment, and protect the health 

of the force. BRAC 2005 Commission recommendations will be implemented using 

BRAC business plans. These approved plans will be used to control costs, ensure timely 

execution, and track savings during program execution.

Outcome: Improve operating efficiencies and meet all BRAC 2005 requirements.

Measures:

• Review, track, and approve BRAC business plans. (Semi-annually)

• Conduct periodic reviews of BRAC business plan execution. (Annually through 2011)

• Track net change to the real property inventory and net costs for reshaping the U.S. 

DoD footprint. (Annually through 2011)

Objective 1.2: 

Reshape the structure of installations abroad to better support individual Military 

Services and joint warfighting needs.

Means and Strategies: While DoD continues to have major responsibilities and missions 

abroad, the current emphasis is to reduce overseas infrastructure. The installations 

infrastructure must be adaptable to changes, and it must address environment, safety, 

and occupational health issues that impact mission and basing decisions. DoD’s 

strategy integrates new types of installations – forward operating sites (FOS) as well 

as cooperative security locations (CSL) – with different characteristics and costs 

when compared to traditional installations. This strategy will take into account the 

sustainment of these new types of installations and associated training and testing areas.

Outcome: Established and sustained forward operating sites and cooperative security 

locations that support our overseas strategy. 

Measures:

• Establish master plans for FOS and CSL. (Annually)

• Monitor the budget for construction programs. (Annually)

• Identify essential overseas installation components sites. (Annually)

• Model common installation support services necessary to operate and sustain FOS 

and CSL functions with the joint staff and host nations. (2008)

Outcome: A suite of Environmental, Safety, and Occupational Health (ESOH) tools to 

evaluate basing decisions.

Measures:

• Integrate into policy ESOH factors in basing and training and testing decisions. (2008)

• Publish DoD guidance to use all resources available, including intelligence community 

capabilities, to plan for and manage encroachment concerns, environmental 

considerations, financial obligations, and safety factors that may influence current or 

anticipated missions. (2008)
p. 7

• Publish DoD guidance for the sustainment of ranges, operating areas, and installations 

overseas. (2008)

• Continue to ensure all Defense Environmental International Cooperation (DEIC) 

projects support the Security Cooperation Guidance and transform the program to 

increase its support to Global Defense Posture and military operation aspects. (60% 

of DEIC funding 2008)

• Develop and utilize a suite of tools to assist the United States forces and host nations 

to address long term mission sustainment. (2009)

Objective 1.3:

Manage our land, water, and air resources to sustain installation capabilities for missions 

to satisfy readiness requirements. 

Means and Strategies: Land, water, and air resources are essential assets for the 

conduct of military missions. The importance of these assets is not limited to their 

physical dimensions, but also includes such measures as topography and air and water 

quality. These assets must be available in the right quantities and location to support 

current and future missions, including those associated with BRAC and Global Defense 

Posture Realignment implementation. To address the needs for these resources, the 

Department supports the development of 

several long-term programs and studies 

that provide comprehensive information 

that best promotes the sustainment and 

capabilities of training and testing while 

maintaining a healthy environment both 

internal and external to the installation. 

Some of these programs and studies 

include Natural Infrastructure Capabilities, 

Air Installation Compatible Use 

Zones, Joint Land Use Studies, and 

the Readiness and Environmental 

Protection Initiative Program, which help 

target opportunities for collaborative 

regional planning, adjust internal policies 

and procedures, and promote active 

stakeholder engagement and partnering. 

These pursuits will leverage innovative 

technological advancements to 

characterize and evaluate encroachment 

pressures and predict encroachment 

trends. The strategy reinforces the Department’s commitment to sustain our diverse 

environmental resources as a critical component of maintaining our mission capabilities.

Congress provided new authority (codified in Section 2684a, Title 10 United States 

Code) in 2002 for the Military Services to enter into agreements with private 

conservation organizations and State or local governments to limit incompatible uses or 

preserve habitat and eliminate or relieve environmental restrictions. Agreements under 

the new authority allow DoD to partner with private, State or local organizations to 

acquire, on a cost-shared basis, interests in properties near military installations, ranges, 

and operating areas. Complementing this new authority, each of the Military Services is 

working to enhance the effectiveness of Integrated Natural Resource Management Plans 

(INRMPs), by sustaining mission readiness while conserving and improving important 

natural resources.

Outcome: Installations capable of delivering sustained training, testing, and operating 

areas that meet readiness requirements.

Fort Drum, NY has an active Wetland Mitigation 

Bank program to construct, enhance and preserve 

wetlands on the installation.

Icelandic police officials and U.S. Navy 

personnel lower both flags at Naval Air Station 

Keflavik, Iceland headquarteres during base 

closure ceremony on September 30, 2006.
p. 8

Measures:

• Identify all encroachment impacts and costs imposed on training, testing, and 

operations. (Annually)

• Complete, review, implement and update 100% of Integrated Natural Resource 

Management Plans, as required by law and DoD policy, to include partnering with U.S. 

Fish and Wildlife Service and appropriate interested public and private parties, and 

coordinating with military trainers and testers. (Annually) 

• DoD installations will complete and maintain up-to-date planning level inventories of 

all significant natural resources. (Annually)

• Identify requirements for land, water, and air resources to support current and future 

missions, examine existing capabilities and constraints, and perform a gap analysis. 

(2010)

Objective 1.4:

Optimize the Department’s existing facility space to enhance operational efficiencies and 

war fighting effectiveness. 

Means and Strategies: While DoD has always supported joint use of installation assets, 

more consolidation and integration of activities are possible. Inter-Service opportunities 

exist at collocated and contiguous installations; more complex inter- and intra-DoD 

opportunities exist globally. As part of defense transformation, the joint basing 

initiative will highlight opportunities for increased jointness, thereby reducing life-cycle 

investments and overhead. Examples of efficiency include sharing space in facilities 

or acceptance of base services as in-kind consideration. DoD has chartered a team 

to revise policies, processes, procedures, and practices to enhance joint installation 

support, establish a common set of business rules and processes for common delivery of 

installation support, establish common output level standards, and minimize management 

overhead. These common standards promote operational efficiencies and increase the 

warfighter’s effectiveness.

Outcome: Common delivery of installation support that promote joint use of installation 

assets to enhance efficiencies. 

Measures:

• Implement milestones for the development of joint basing criteria. (2008)

• Develop common criteria for joint utilization of facilities. (2008)

• Report percentage of assets meeting joint use criteria. (Annually starting in 2009)

Objective 1.5: 

Eliminate excess and obsolete facility inventories to reduce costs.

Means and Strategies: DoD must continue efforts to maintain only those facilities that 

are essential to our needs. These efforts are key to managing the overall size and quality 

of our inventory, and to ensure that we incur only essential sustainment, restoration, 

modernization, and operating costs. A six-year demolition program that was initiated in 

1998 eliminated over 86 million square feet of excess and obsolete facilities and saved an 

estimated $1 billion. DoD conducted a follow-on survey in 2004 to identify remaining 

Combat training a few hundred yards from the post’s border on the dry prairies of Fort Carson in 

south central Colorado.
p. 9

unneeded facilities, and has since updated the disposal targets. The results of those 

reviews identified facilities and infrastructure to be eliminated by Fiscal Year 2013, and 

serves as the basis for our facilities disposal program. The Department will continue to 

emphasize the essential role of eliminating excess and obsolete facilities in managing the 

overall size of our inventory as well as the costs of sustaining, restoring and modernizing 

that inventory.

Outcome: Reduced facility sustainment and operating costs.

Measures:

• Maintain updated targets to dispose of excess and obsolete facilities in order to 

ensure that the program is adequately resourced. (Annually)

• Research and develop authorities which support revitalization of existing inventories 

by encouraging longer term facility standards, making it more cost effective to sustain, 

repair and modernize existing inventories rather than construct new facilities. (2008)

• Eliminate obsolete and excess facilities that are accurately identified in the real 

property inventory as such. (2013)

Demolition of Disciplinary Barracks at Fort Leavenworth, KS.
p. 10

GOAL 2 - RIGHT QUALITY:

Assess and deliver installation capabilities needed to provide effective, safe, and environmentally sound 

living and working places in support of DoD missions.

Supporting the warfighter involves much more than episodic spurts of support during 

combat and other operational missions. Supporting the warfighter requires a long-term, 

day-to-day commitment to deliver quality training, modern and well-maintained weapons 

and equipment, a safe, secure and productive workplace, a healthy environment, and good 

living conditions for our members and their families. Our installations are the home 

of U.S. combat power – and our installation assets are an inseparable element of the 

nation’s military readiness and wartime effectiveness. Customer satisfaction in DoD is 

represented by a Commander’s ability to perform a mission.

Objective 2.1:

Provide capabilities assessment of DoD installations to perform their missions in 

support of warfighting readiness.

Means and Strategies: Installations provide vital support to operational commanders 

and other tenant organizations. Installation commanders must be able to assess 

resource capabilities to perform mission essential tasks and provide such assessments to 

operational commanders and tenant organizations. 

The web-enabled Defense Readiness Reporting System (DRRS) is the Department’s 

emerging tool to assess mission readiness. Installations will be incorporated into DRRS 

and their assigned tasks linked to those of supported units.

Outcome: All installation missions are assessed in the Defense Readiness Reporting 

System.

Measures:

• All facility records in real property inventory have valid Quality ratings. (Annually) 

• All facility records in real property inventory have valid Mission Dependency ratings. 

(Annually)

• All facility records in real property inventory have valid Utilization ratings. (Annually)

• DoD Components will integrate installation infrastructure data into the DRRS. (2008)

• Real property inventory databases should be reviewed to understand extent to which 

natural infrastructure is captured. (2008)

• Real property inventory databases should be expanded to capture missing natural 

infrastructure data. (2010)

• DoD Components will integrate Natural Infrastructure data into the DRRS. (2012)

Objective 2.2:

Retain, restore and acquire cost effective, sustainable, energy-efficient, and safe 

infrastructure that meets anticipated operational requirements over expected service 

life.

Means and Strategies: Infrastructure assets must provide the performance and 

productivity to support mission requirements for operational needs. The timely delivery 

of quality, sustainable, cost effective assets to the warfighter requires a DoD portfolio 

view of facility and infrastructure acquisition and management. DoD employs the 

Unified Facility Criteria (UFC) program to leverage the engineering expertise across 

the Military Services in concert with the National Institute of Building Sciences and 

private industry to develop the right level of quality for DoD facilities and infrastructure. 

The UFC program develops and communicates facility requirements that ensure high 

operational performance and productivity, while emphasizing sustainable, energy efficient, 

safe, and maintainable structures and systems at best life cycle costs.

The Department will review and modify the facility delivery processes to increase 

reliance on industry consensus standards, materials, and practices; streamline 

acquisition processes across the enterprise; incorporate lessons learned; and develop 

common metrics. The Department will continue to invest in the protection of 

natural infrastructure 

(air, land, and water) and 

maintain compliance with 

environmental regulatory 

requirements to ensure that 

operations are sustainable 

and meet mission demands. 

To protect the readiness 

of our military forces, 

Hurburt Field, Florida Advanced Wastewater Treatment Plant.
p. 11

installations must continue to ensure safe work areas and minimize recognizable hazards.

Outcome: A suite of standardized Military Construction program metrics. 

Measures:

• Complete an initial set of DoD common metrics for acquisition of facilities. (2008)

• Integrate International Building Code 2006 requirements into applicable UFC 

documents. (2008) 

• Publish DoD common metrics for acquisition of facilities. (Annually after 2008)

• Fully implement sustainable features in all eligible construction projects. (2008)

Outcome: Environmental compliance enhances natural infrastructure capability to 

support mission. 

Measures:

• 100 percent of DoD population is served by public water systems meeting all 

established drinking water requirements each calendar year. (Annually)

• 100 percent of DoD regulated wastewater discharges are in compliance with 

applicable requirements. (Annually)

• Reduce new environmental 

enforcement actions received (in 

Training, Management Oversight, and 

Infrastructure root cause categories) by 

40 percent from FY06 baseline. (2009) 

• Develop goals and action list for 

pollution prevention and toxic/

hazardous materials management to 

meet sustainability requirements in 

Executive Order 13423. (February 2008)

• Achieve 40% diversion rate for nonhazardous solid waste (not including 

Construction and Demolition debris). (December 2010)

Outcome: Furnish workplaces free from recognized hazards. 

Measures:

• 90% of Risk Assessment Code (RAC) 1 safety and health hazards are mitigated to 

reduce risk or abated within 10 days of hazard identification.

• 90% of Risk Assessment Code (RAC) 2 safety and health hazards are mitigated to 

reduce risk or abated within 30 days of hazard identification.

• 90% of Risk Assessment Code (RAC) 3 safety and health hazards are mitigated to 

reduce risk or abated within 90 days of hazard identification. 

Objective 2.3:

Provide adequate family housing and unaccompanied personnel housing, to improve the 

quality of life for Service members and their families.

Means and Strategies: Our service members deserve adequate housing. Because of 

the importance of good living conditions of our service members and their families, 

the Secretary of Defense accelerated the goal of eliminating inadequate family housing 

to 2007. DoD will achieve the goal through a three pronged approach – increased 

100

% of DoD public water users

In Compliance

Safe Drinking Water Act

Compliance Rate

80

60

40

20

0

2003 2004 2005 2006

Out of Compliance

Modern construction techniques.
p. 12

housing allowances, increased housing 

privatization, and increased military 

construction to replace or renovate 

government owned housing. From fiscal 

year 2001 to 2005, the Department 

boosted member housing allowances 

to levels that comparably earning 

civilians would pay for housing. With 

privatization deal structures and an 

income stream in place, full revitalization 

will be completed within a ten-year 

development period. The Department is 

also committed to improving housing for 

our unaccompanied Service members. DoD continues to modernize Unaccompanied 

Personnel Housing (UPH) to improve privacy and provide greater amenities such as 

kitchens. The Military Services will use master plans to identify their inadequate housing 

and the resources required to achieve and sustain the Department’s objectives.

Outcome: Quality government controlled housing and privatized housing will be 

provided in the required numbers.

Measures:

• Sustain funding for service member housing allowances at civilian-comparable, marketbased levels. (Annually)

• Realign family housing program elements to use standard Sustainment and 

Recapitalization metrics. (2008)

• Revise OSD policy to allow Military Services to build Military Construction funded 

UPH for junior enlisted personnel similar to private sector housing. (2008)

• Develop specific plans for the next Program Objective Memorandum (POM) (FY 

2010 to 2015) to eliminate inadequate unaccompanied personnel housing. (2008) 

• Award third UPH privatization pilot project for junior enlisted personnel. (2009)

• Eliminate inadequate family housing. (World-wide enduring installations 2009) 

Objective 2.4:

Provide operationally efficient installation support services. 

Means and Strategies: Installation support services are vital to meet operational needs 

and require vast resources. Accurately identifying requirements, adequately resourcing 

/ equipping, and evaluating performance are vital to providing mission critical support. 

The Department needs common standards and performance metrics for managing 

installation support services. The Common Output Level Standards (COLS) are 

designed to 1) develop common definitions, performance standards, and performance 

metrics for installation support functions to assist in managing limited resources; 2) 

more closely link warfighting requirements to Installation Support; and 3) promote the 

Common Delivery of Installation Support at consistent levels and provide the basis for 

Interservice Support Agreements between DoD Components.

Outcome: Common delivery of installation support services.

Measures:

• Establish common standards 

and metrics for installation 

support services. (2008)

• Implement common delivery 

of installation support services 

at Joint Bases. (2009)

Modern Unaccompanied Personnel Housing 

- living/sleeping room with a private bath.

Building 59 was constructed in 1896 and is a contributing property to the Puget Sound Naval Shipyard National 

Historic Landmark district. In 2003 this thirty-one thousand square foot building was transformed from a Pattern 

Shop to a state-of-the-art Chemical and Metallurgical Analysis Facility. This project was a successful collaboration 

of efforts involving the Washington State Historic Preservation Office, the National Park Service, and the Navy.
p. 13

Objective 2.5:

Manage historic properties, archaeological resources, Native American, and other cultural 

assets to support missions and for the benefit of future generations. 

Means and Strategies: DoD possesses unique and irreplaceable historic, archaeological, 

architectural and cultural assets that contribute to our national heritage. We must 

manage and maintain these resources through a comprehensive program that considers 

the preservation of values that is mission supporting and results in sound and 

responsible stewardship. Currently 32% of DoD’s buildings are over 50 years old and 

subject to the National Historic Preservation Act. That percentage will grow to 56% in 

ten years and to 67% in 20 years. In addition, the Department has more than 29 million 

acres that must be evaluated for potential archeological resources. Consultations with 

Federally recognized tribes1

 or Native Hawaiian Organizations are required in some 

circumstances. Federal Trust Responsibility directs that tribes be given appropriate 

access to cultural and natural resources on military installations including ancestral lands.

The Department will maintain readiness while protecting our heritage by incorporating 

cultural resources planning into installation planning at the earliest possible time. The 

Department will continue to maintain complete, current information on cultural 

resources, including their location, significance, condition, use and value. DoD will 

pursue the continued use or adaptive reuse of its historic properties, when cost-effective 

and mission supporting. DoD will consult in good faith with internal and external 

stakeholders including federal, state, and local government agencies; State Historic 

Preservation Officers, Tribal Historic Preservation Officers, professional and advocacy 

organizations; and the general public. DoD will consult in good faith with Federally 

recognized tribes, Native Hawaiian Organizations and Tribal Historic Preservation 

Officers on matters that may have the potential to affect cultural resources of interest 

to these groups. In addition, DoD will provide Federally recognized tribes and Native 

Hawaiian organizations with access to and use of sacred sites on DoD-managed lands 

that are of religious or cultural importance for ceremonial purposes, consistent with the 

military mission, and subject to safety, security, and resource considerations.

Outcome: The Department will have a complete inventory of known historic properties 

in order to ensure these assets are properly managed and protected.

Measures:

• 100% of real property inventory records will accurately identify historic properties 

and their quality. (Annually)

• 100% of DoD managed lands will be accurately inventoried for archaeological 

resources, Native American and other cultural assets. (2009)

Outcome: The Military Departments will have Integrated Cultural Resource Management 

Plans (ICRMPs) that identify and include management strategies for all cultural resources.

Measures:

• 100% of ICRMPs will be current as required by DoD policy. (Annually)

• 100% of ICRMPs will be current and implemented, in consultation and partnership 

with State Historic Preservation Officers, Tribal Historic Preservation Officers, and 

other appropriate consulted parties. (2008)

Outcome: The Military Departments will manage cultural resource assets efficiently, in 

full integration with other facilities and project planning activities, and in full compliance 

with all legal requirements

Measures:

• 10% of remaining archeological collections and associated records not curated in 

accordance with 36 CFR Part 79 included in a plan for compliant curation. (Annually)

• Analyze the Real Property Inventory to determine percentage of historic buildings/

structures either vacant or underutilized and develop a utilization plan. (2008)

Outcome: Improved availability of information about the Department’s National Historic 

Landmarks.

Measures:

• Make interpretive material for all DoD Historic Military Landmarks available to the 

general public. (2008)

1

 Tribe. A Federally-recognized Indian or Alaska Native tribe, band, nation, pueblo, village, or community that 

the Secretary of the Interior acknowledges to exist as an Indian tribe pursuant to the most current Department of 

Interior list of tribes published in the Federal Register. “Indian” refers to a member of such an Indian tribe.
p. 14

GOAL 3 - RIGHT risk:

Protect personnel, property, and mission capabilities through informed risk decisions at the appropriate 

level of leadership.

DoD leaders must be able to anticipate, recognize, evaluate, and manage risk while 

maintaining the capability to respond and recover from incidents that degrade the 

mission. Whether on duty or off-duty everything we do has some degree of risk. The 

Department accepts necessary risk required to successfully complete the mission 

or task. Culture and management processes, rather than a “program” determine the 

level of safe outcome in an organization. When prevention of injuries, illnesses, and 

property damage are core business values; human, social, financial, and productivity costs 

plummet and the amount of risk decreases while improving mission accomplishment. 

To effectively reach that point, DoD is focusing its attention on the “right risk.” 

Unnecessary risk comes without a corresponding benefit, in terms of real benefits 

or available opportunities and has a high potential of degrading the mission. DoD is 

dedicated to identifying and mitigating or avoiding unnecessary and unacceptable risk.

Objective 3.1:

Implement a risk-based capabilities approach to managing all aspects of installation 

protection. 

Means and Strategies: Installation commanders and facility managers have an 

inherent responsibility to protect forces and installations under their command. This 

responsibility encompasses planning, organizing, training, and equipping personnel and 

protecting the critical infrastructures needed to prepare for, respond to, and recover 

from accidents, natural disasters, or terrorist use of Chemical Biological Radiological 

Nuclear and High Yield Explosive (CBRNE). DoD must provide Defense Support of 

Civil Authorities (DSCA) as directed by the President or when appropriate under the 

circumstances and the law.

DoD is poised to deliver antiterrorism and Emergency Management capabilities across 

the entire DOTMLPF (doctrine, organization, training, material, leadership and education, 

personnel, and facilities) to ensure adequate protection and recovery capability of critical 

missions and assets. Using the 2001 DoD-initiated shift to capabilities-based planning, 

the mission needs for program and budgetary priorities will be emphasized. DoD will 

protect installations and assets at levels consistent with their mission criticality. Using 

the principles of risk 

management, DoD will 

focus its efforts on 

the requirement for 

force protection and 

homeland defense while 

ensuring the ability to 

support civil authorities 

in disasters.

Outcome: Continuously 

improving first response 

capability, emphasizing 

CBRNE/Hazardous Materials (HAZMAT) capability.

Measures:

• DoD Fire Departments with documented Standards of Cover. (100%, 2008)

• Fire-Fighting Apparatus Readiness. (85%, 2008; greater than 85% through 2011)

• 100% CBRNE/HAZMAT capable fire departments. (2011)

Outcome: All Installations and facilities meet anti-terrorism and force protection (AT/FP) 

criteria.

Measures:

• Installations maintain compliance with DoD Directive 2000.12 standards on policy, 

program management, and planning. (maintain greater than 95% through 2011)

• Installations and critical facilities meet AT/FP criteria. (2009)

• Leased facilities meet anti-terrorism standards or have paperwork on file stating that 

the Secretary of the Military Department or equivalent accepts the risks for all items 

which are not in compliance with UFC 4-010-01. (2010)

Outcome: Clearly defined, comprehensive (“all-hazards”), horizontally integrated 

emergency preparedness and response capability.

Airfield firefighters at NAS Brunswick maintain readiness skills.
p. 15

Measure:

• DoD installations with integrated programs for emergency preparedness using an 

“all-hazards” approach to hazard identification, hazard mitigation, emergency response, 

and recovery. (100%, 2011)

Objective 3.2:

Preserve operational capability by anticipating, recognizing, evaluating, and controlling 

Environmental, Safety, and Occupational Health (ESOH) risks.

Means and Strategies: Illnesses, injuries, and accidents degrade the mission. Conversely 

preventing illness and injury enhances mission effectiveness. Using a multi-pronged 

attack, major aspects of ESOH risks are addressed from both a hazard oriented and 

a mission oriented perspective. The focus requires knowledge of the processes, then 

anticipation and control of the risks to an acceptable level. Similarly, the Explosives 

Safety Program couples extensive data on the probability and catastrophic severity of 

explosive mishaps to establish policies, procedures, standards, engineering requirements, 

and resources to prevent military munitions mishaps. To prevent disease, the pest 

management program balances the need to control vectors that transmit disease with 

the risk of pesticide use. Similarly, DoD’s aviation, traffic, and occupational safety and 

health programs focus on preventing the “mission failures” resulting from mishaps. The 

emerging contaminants program uses integrated risk management to identify proactive 

investments that reduce unacceptable mission risks posed by these chemicals. DoD also 

aggressively supports the President’s Safety Health And Return to Employment (SHARE) 

initiative to reduce injuries and employee lost time. Like the nation’s leading businesses, 

DoD sees the prevention of injuries and illnesses as a core business value that reduces 

human, social, financial, and productivity costs and improves our bottom line: Readiness.

Outcome: Sources of environmental, safety and occupational health risk identified and 

evaluated.

Measure:

• ESOH workplace inspections/surveys current. (90%, 2008; 95% 2011)

Outcome: DoD Components establish procedures to reliably report mishaps and 

injuries.

Measure:

• Installations use military medical treatment information and civilian personnel injury 

information to identify mishaps to be reported. (90% of installations by 2008, 100% by 

2009).

Outcome: DoD Components provide analysis of hazards and recommendations for risk 

mitigation measures in mishap analysis reports.

Measures:

• DoD Component mishap investigation reports include system program office analysis 

of hazards and recommendations for materiel risk mitigation measures. (90% of 

reports by 2008, 100% of reports by 2009). 

• DoD Components collect minimum required data elements in information 

management systems supporting the mishap investigation reporting, and 

recordkeeping process (90% of reports by 2009).

10,000 UNSAFE ACTS

1,000 PROPERTY DAMAGE INCIDENTS

100 MINOR INJURIES

10 LOST TIME

INJURIES

1

FATALITY

10,000 UNSAFE ACTS

1,000 PROPERTY DAMAGE INCIDENTS

100 MINOR INJURIES

10 LOST TIME

INJURIES

1

FATALITY

Work related deaths and injuries can be eliminated by 

eliminating unsafe acts.
p. 16

Outcome: Medical monitoring results available for risk management decision making.

Measures:

• Annual audiograms current. (90%, 2008; greater than 95% 2011)

• Occupational medical exams current. (90%, 2008; 95% 2011)

Outcome: Increased mission capability by reducing mishaps and the resulting fatalities, 

injuries, illnesses, and other losses.

Measures:

• Class A Accident Rate for aircraft. (statistically significant decrease since previous year, 

target is 0)

• Military Accidental Fatality Rate. (statistically significant decrease since previous year, 

target is 0)

• Threshold Shift on annual audiogram. (5% less than previous year, target is 0)

• Permanent Threshold Shift Rate for Hearing Loss (statistically significant decrease 

since previous year, target is 0).

Outcome: President’s SHARE goals met or exceeded.

Measures:

• Total Case Rate. (4% less than previous year through initiative lifecycle)

• Lost Time Case Rate. (4% less than previous year through initiative lifecycle)

• Lost Production Days. (2% 

less than previous year through 

initiative lifecycle)

Outcome: Risks from military 

munitions are assessed and 

mitigated through effective 

explosives safety practices and 

tools to enhance Combatant 

Commanders’ and Components’ 

operational effectiveness.

Measures:

• 100% development of DoD 

explosives safety evaluation 

program by 2008.

• Combatant Commanders 

implement a mechanism for 

rexplosives risk awareness 

(Definition through DoDI 2008, 

100% CoCOM compliance 2010)

• 100% development of Explosives 

Safety Knowledge Management 

Portal by 2009. 

Outcome: Ensure that vector borne disease does not impact mission.

Measures:

• 100% applicable Armed Forces Medical Intelligence Center (AFMIC) products contain 

updated vector-borne disease/living hazards information. (2008)

• 100% installation pest management plans current and correct. (2010)

• 100% DoD pesticide applicators certified. (2010)

• 100% Deployment uniforms pre-treated with permethrin repellent. (2010)

Outcome: High risk emerging contaminants are addressed proactively.

Measures:

• Unacceptable risk associated with high risk emerging contaminants are addressed 

immediately and eliminated as soon as possible but within seven years of 

identification. (Annually, starting in 2008)

• For sampling data as of the end of FY-06, active and closed installations (excluding 

operational ranges) and FUDS with perchlorate detections above 24 ppb or an 

applicable regulatory standard, shall ensure that appropriate actions have been 

initiated, programmed, or determined not required by the end of FY-08.

Outcome: Managed risk of injury/liability from range operations.

Sign warning of dangers on live fire range at Marine 

Corps Base Hawaii Kaneohe Bay.

A construction worker climbs up the ladder in the center 

of the National Museum of the Marine Corps’ mast to 

finalize some structural work at the 210 foot pinnacle of 

the museum at Quantico, VA.
p. 17

Measures:

• Complete an assessment of all operational ranges and report on the release or 

substantial threat of release of munitions constituents from them. (2008 and annually 

thereafter)

• Report on the frequency and extent of clearances on all operational ranges. (2008 and 

annually thereafter)

• Standardize weapons testing, processes, methodology, and results to facilitate Range 

Safety programs and policies across the Military Services, thereby promoting the 

cross-service utilization of service operational ranges. (2009) 

Outcome: U.S. liability and missions impacts due to ESOH considerations are reduced.

Measure:

• Publish DoD guidance to incorporate requirements for ESOH considerations through 

out the full spectrum of military operations. (2008)

Objective 3.3:

Restore contaminated property to a condition that is protective of human health and 

the environment, and sustains mission capability.

Means and Strategies: Past military operations have sometimes resulted in releases of 

pollutants and contaminants including munitions constituents. Restoring these sites 

mitigates health risk to humans and the environment, and ensures regulatory compliance. 

On active bases environmental restoration will enable increased developable acres 

to support mission requirements. Cleanup at BRAC bases assists in returning those 

properties to the community. Cleanup of Formerly Used Defense Sites (FUDS) will 

not only address impacts from past operations, but will provide an example of DoD’s 

commitment to environmental stewardship. Such actions can enhance relationships with 

affected communities and assist in maintaining access to current test and training areas.

Two programs, both under the Defense Environmental Restoration Program (DERP), the 

Installation Restoration Program and Military Munitions Response Program, address such 

sites using the following strategy:

• Evaluate and prioritize all sites in the Installation Restoration Program (IRP) using 

the Relative Risk Site Evaluation framework and all sites in the Military Munitions 

Response Program (MMRP) using the Munitions Response Site Prioritization Protocol 

(MRSPP).

• After evaluation and prioritization, address the sites by priority.

• Schedule response actions and develop cost to complete estimates to ensure 

performance targets are met.

• Seek permanent remedies whenever possible.

• Maintain communication with stakeholders throughout the restoration process, as 

appropriate.

• Facilitate property reuse and transfer, where appropriate.

Progress in the restoration program is measured using a number of milestones, most 

notably “Remedy in Place” (RIP) meaning that the construction of the final remedy has 

been completed and the remedy is functioning properly and performing as designed; and 

“Response Complete” (RC) meaning that the restoration objectives have been met.

Outcome: Installed remedies and/or environmental remediation accomplished as 

necessary at all DERP sites. 

1

1

2

3

4

5

2 3

SEVERITY OF IMPACT

NO ACTION

WATCH

ACTION

PROBABILITY OF OCCURENCE

4 5
p. 18

Measures:

• 100% of IRP sites RIP/RC at active installations (High relative-risk sites by 

December 31, 2007 – Low relative-risk sites by 2014).

• Collect data for MRSPP scoring at active installations and FUDS (Complete 

Preliminary Assessments (PA’s) by December 31, 2007 – Complete Site Inspections 

(SI’s) by 2010).

• 100% of MMRP sites RIP/RC at BRAC installations by 2009.

• 100% of IRP sites RIP/RC at FUDS properties by 2020.

Outcome: Overseas sites remediated based on risk.

Measure:

• 100% of overseas “Known Imminent and Substantial Endangerment” sites have 

remediation initiated within one year of identification. (2008)

Objective 3.4:

Improve integration of Environment, Safety and Occupational Health (ESOH) into the 

acquisition process and industrial base programs.

Means and Strategies: The systems acquisition Program Manager (PM) is responsible 

for accomplishing program objectives for development, production, and sustainment 

of the system to meet the user’s needs. Sustainment includes maintenance, training, 

environment, safety, explosives safety, occupational health, and supportability functions.

Early integration of ESOH considerations into the system design process is the most 

cost-effective way to avoid schedule and performance risks to the program, ensure safety, 

and reduce the life cycle burden on installations from system-related ESOH compliance 

and disposal costs.

The goal of acquisition ESOH policy is to design in safety and design out unnecessary 

risk so that the system can be operated, maintained, and trained/tested as intended 

while reducing the risk of injury, illness or death; damage to equipment and facilities; and 

impacts to the environment.

The focus in the acquisition process is on instituting a standardized and rigorous riskbased approach to management of ESOH hazards and associated risks throughout the 

system life cycle. In other words, integrate ESOH considerations into the acquisition 

process through systems engineering rather than adding them on afterwards as an 

operational consideration.

Outcome: ESOH considerations are integrated into the acquisition process to include:

• Process developed for providing the Joint Capabilities Integration and Development 

System (JCIDS) with recommendations for reducing ESOH risks and the resulting 

cost to mission capability. 

• Identifying appropriate opportunities and mechanisms for applying Programmatic Risk 

Evaluation Criteria for System Safety/ESOH in the DoD Acquisition process. 

• Integrating ESOH leadership into the Defense Acquisition Board and Information 

Technology Acquisition Board processes, including the coordination in the review 

process for the Acquisition Strategy and Systems Engineering Plan (SEP). 

• Developing an action plan to implement opportunities identified. 

Measures:

• Acquisition Program Reviews explicitly identify each High and Serious ESOH risk 

and mitigation status, and compliance with applicable safety technology requirements. 

(100% Acquisition Category I by 2008, 90% of other Acquisition Category program by 

2008, 100% of all Acquisition Category programs by 2009)

• Action plan, based on identified opportunities for integration, milestones completed. 

(100% 2011)

Outcome: Information on risks to acquisition program objectives from top ten identified 

emerging contaminants made available and used by PM during trade studies and decisionmaking.
p. 19

Workers employ ESOH techniques while painting an aircraft.

Measures:

• Annually update emerging contaminants information on DoD Emerging Contaminants 

intranet site for use by PMs – site contains current, relevant data on the top ten 

emerging contaminants to aid PM determination of the probability and severity of 

program risks associated with the use of chemicals, materials, and processes that 

contain or release emerging contaminants. (Annually, 2008 start)

• Risk management plans complete for top two emerging contaminants (2008, 

additional two per year thereafter).
p. 20

resources to sustain 

the mission.

Outcome: Standardized 

cost requirements to 

operate, sustain, and 

modernize federallyfunded DoD facilities.

Measures:

• Publish the Facilities Sustainment Model for all forecasted Defense facilities. (Annually)

• Publish the Facilities Modernization Model for all forecasted Defense facilities. 

(Annually)

• Publish the Facilities Operations Model for all forecasted Defense facilities. (Annually)

• Develop Installation Support Model for installation support functions. (2008)

Outcome: A life-cycle approach to managing all of our assets will optimize the investment 

in our manmade and natural infrastructure, and ensure the availability of both to meet 

mission needs.

Measures:

• Fund to the current facilities sustainment requirement generated by the Facilities 

Sustainment Model. (Annually)

• Fund highest priority compatible land use partnerships with annual Congressional 

appropriation provided under the Readiness Environmental Protection Initiative 

program. (Annually)

• Fund facilities operation in accordance with the Facilities Operation Model. (Annually 

starting in 2008)

• In Fiscal Year 2009, fund facilities modernization to meet the 67-year recapitalization 

rate. Beginning in Fiscal Year 2010, fund to the facilities modernization requirement as 

generated by the Facilities Modernization Model. (2010)

• Fund to eliminate excess and obsolete facilities. (2013)

GOAL 4 - RIGHT RESOURCES:

Balance resources and risks to provide high quality installation capabilities, and to optimize life-cycle 

investment to support readiness. 

Optimal resource allocation is predicated on risk management. In the installations and 

environment community, requirements have consistently exceeded resources, and tradeoffs must be made. The process of assessing risk and establishing priorities requires a 

comprehensive approach to managing resources for facilities and infrastructure. The 

process begins with accurately defining and articulating requirements. The Department 

has made considerable progress in that area through the development of models to 

generate standardized requirements that can inform our resourcing decisions. In 

addition to models for constructed assets, DoD is continuing to build on that initiative 

by developing models for installation support services. Once the requirements are 

established, DoD can develop plans that make the most effective and efficient use 

of constrained resources. Essentially, we are accomplishing the difficult process of 

balancing requirements and resources for installations and environmental programs by 

(1) standardizing and prioritizing requirements and (2) matching resources to plans that 

reflect those priorities.

Objective 4.1:

Fully fund to maintain, restore, modernize, operate, and dispose of existing and 

forecasted facilities, and required land, air, and water assets.

Means and Strategies: We continue to emphasize a strategy that is based on a life-cycle 

approach to managing our installation and associated assets (including the required land, 

air, and water resources) and that includes the retention of only essential assets. Using 

a combination of models and metrics, we have put in place guidance and incentives to 1) 

adequately sustain existing facilities to halt deterioration, 2) restore and modernize our 

facility inventory at a level that is consistent with established benchmarks, 3) eliminate 

excess and obsolete facilities, 

and 4) acquire new assets 

only when they are essential 

to warfighting readiness. We 

are also looking beyond our 

constructed infrastructure by 

examining what is needed in 

terms of land, air, and water 

100

Defense Corporate Facilities Sustainment Rate

80

60

40

20

0

02 03 04 05 06 07

Fiscal Year (FY)

08 09 10 11 12 13

Sustainment Rate %

Stop Deterioration

Defense Corporate Facilities Recapitalization Rate

150

100

50

0

02 03 04 05 06 07

Fiscal Year (FY)

08 09 10 11 12 13

Halt Obsolescence = 67

Years
p. 21

Objective 4.3:

Reduce reliance on fossil fuels to meet facility and non-tactical vehicle energy 

requirements.

Means and Strategies: The Energy Policy Act of 2005 and Executive Order 13423 direct 

the reduction of energy usage and reliance on fossil fuels. Given the scope of our 

energy requirements, conserving energy, reducing reliance on fossil fuels, increasing 

efficiency, and investing in life-cycle cost effective energy reduction measures make good 

business sense. These efforts support the application of limited resources to the highest 

priorities and those with the greatest return on investment. DoD will continue to meet 

our vision of providing reliable and cost effective utility services to the warfighter. To 

conserve energy and reduce reliance on fossil fuels, we will focus on (1) the purchase 

and on-site generation of renewable energy, (2) the reduction of energy consumption, (3) 

investments in life-cycle cost effective sustainable design principles, and (4) aggregating 

bargaining power among regions and Military Services to reduce energy costs.

Outcome: Achieve the DoD facility and non-tactical vehicle energy management goals.

Measures:

• Reduce building energy consumption by 3 percent per year from a 2003 baseline. 

(Annually)

• Continue to reduce energy consumption to meet the goal of a 30 percent reduction 

by 2015.

• Acquire alternative fuel vehicles to the full extent possible. (Annually)

• Use alternative fuels to the full extent possible in dual fuel vehicles. (Annually)

• Reduce total vehicle consumption of petroleum products by 2 percent per year 

through 2015. (Annually)

• Increase total vehicle consumption of non-petroleum based fuel by 10 percent per 

year. (Annually)

• Purchase and/or generate renewable energy

- Equal to or greater than 3 percent of all electricity consumed. (2008 - 2009)

- 5 percent. (2010 - 2012)

- 7.5 percent (2013 - 2024)

- 25 percent. (2025 - on)

Objective 4.2:

Fund installation support services at a level that is consistent with the Common Output 

Level Standards (COLS) established within the Common Delivery of Installation Support 

framework, and ensure that mission capabilities are not sacrificed, regardless of the host 

Military Service. 

Means and Strategies: The optimum and consistent delivery of installation support 

services depends on two main strategies. First, DoD must minimize the reprogramming 

or “migration” of funding during execution. While the migration of funding between 

installation programs funded by the operations and maintenance (O&M) appropriation 

allows flexibility to respond to emergent needs, it can create an imbalance in funding 

that could result in sub-optimizing our capital investment in facilities and undermine our 

corporate strategy. The Department’s long-term objective is to minimize the need for 

such migration during execution by accurately forecasting installations support services 

requirements, and then programming, budgeting, and executing at the appropriate level 

to meet those requirements. This will ensure that installation support services are 

consistent across the Department. Secondly, the level of funding must be consistent with 

the COLS output or performance levels. These standards provide a common framework 

and definitions for installation support functions. Where appropriate, the standards will 

be tiered to provide options for managing risk.

Outcome: Consistent, auditable funding of installation support services at standardized 

levels.

Measure:

• Modify the current program element to implement COLS across the Department and 

Joint Basing as directed in the BRAC 05 legislation. (2009)

Outcome: Minimized funding migration for installation support services during execution 

and the achievement of common levels of support across the Department.

Measure:

• Fund installation support services at the appropriate level. (Annually)
p. 22

GOAL 5 - RIGHT MANAGEMENT PRACTICES:

Continuously improve installation planning and operations by embracing best business practices and 

modern asset management techniques. 

A transformation is underway within I&E and throughout the Department, embracing 

modernized and efficient practices and processes enabled by information support 

tools containing up-to-date and accurate data. Managers are planning and undertaking 

business modernization efforts with greater assurance of success and value – in support 

of both the warfighter and business missions. Furthermore, since ‘what gets measured 

gets done,’ managers are continually assessing and improving their programs’ results 

through the strategic use of performance measurement.

Objective 5.1:

Significantly improve warfighter and operations support by transforming business and 

financial practices.

Means and Strategies: The highly flexible, yet precise, Armed Forces of the 21st Century 

require adaptable and responsive business and financial support practices that are 

capable of adjusting to ever-changing conditions. DoD business transformation success 

is being driven by a series of strategic objectives, including:

• Supporting the joint warfighting capability of DoD

• Enabling rapid access to information for strategic decisions

• Reducing the cost of business operations, and

• Improving financial stewardship to the American people

In transforming our business practices, DoD faces many of the same issues confronting 

major corporations. As it is neither economically nor organizationally feasible to 

make sweeping changes, success requires focus on a clear set of priorities aligned to 

the most urgent customer needs. DoD’s business transformation efforts are focused 

on ensuring that we can provide accurate, authoritative, comprehensive, secure, and 

timely enterprise-wide I&E information to support integrated business and financial 

management requirements. This requires the development, implementation, and 

continuous improvement of advanced management capabilities based on modernized 

business processes, supported by upgraded information technology (IT) support tools. 

Efforts range from incorporating recognized and applicable best commercial business 

practices to developing new “To-Be” processes based on unique military requirements. 

The anticipated end results of 

these endeavors are significantly 

improved services to the 

warfighters and more efficient 

business planning and operations.

I&E’s business transformation 

efforts are aligned with the DoDwide business transformation 

program, which is guided by 

the DoD Business Enterprise 

Architecture (BEA)2

. The BEA 

is driven by the business of the 

functional communities, and sets 

the high-level vision for integrating business and financial processes and information 

across the Department. It also provides a basis for future business investment decision 

making. Each Military Service and Agency defines its approach to adopting the “To Be” 

capabilities, and their plans are articulated in the DoD Enterprise Transition Plan (ETP)3

. 

The ETP provides a time and investment phased approach for the Department to 

achieve compliance with the BEA.

The Military Services and Agencies are already implementing many BEA “To Be” results, 

and are reaping significant improvements in their business operations. These include: 

consistent methods for acquiring and managing real property inventory information; the 

development and use of unique identifiers for all real property sites and assets; improved 

explosives safety and hazardous materials management; and standardized practices for 

the accounting of environmental liabilities.

Outcome: Modernized business processes and support tools to enable integrated and 

sustainable asset management, including valuation, performance measurement, condition 

status and availability, limitations, etc.

Appling LEAN techniques to improve product delivery to 

the customer.

2

 Information regarding the DoD Business Enterprise Architecture (BEA) is available at http://osd.dtic.mil/dbt/

products/March_2007_BTA_ETP/bea_4_1.html.

3

 Information regarding the DoD Enterprise Transition Plan (ETP) is available at http://www.dod.mil/bmmp/

ETP.html.
p. 23

Measures:

• Re-engineered real property processes and supporting information 

- Inventory management

• Unique identification of sites and assets

- Registry tool for assigning and managing asset UIDs. (Full operational 

capability 2008)

- Geo-enable location information. (2008)

• Refine measures to assess the natural infrastructure capability to meet mission’s 

requirements. (2008)

• Re-engineered explosives safety management requirements, including automated risk 

management tools. (2009) 

• Real Property Assets Database (RPAD) established as a net-centric data warehouse, 

with full operational capability. (2009)

• Develop encroachment quantification measures. (2009)

Objective 5.2:

Implement sustainable processes for installation asset management.

Means and Strategies: The term sustainable asset management refers to mission activities 

conducted in a manner that preserves the resources (e.g., human, natural, facilities, and 

equipment, financial) and facilitates the community support required to ensure current 

mission success and future requirements. Likewise, sustainable processes refers to 

business activities that endure in support of the mission area. Therefore, sustainable 

processes supporting asset management will result in I&E efforts enabling both 

continued availability of assets and business activities that support current and future 

requirements.

Building on the re-engineered processes prepared in support of Objective 5.1, the 

I&E community will continue to modernize and integrate the Department’s business 

processes and standards, and supporting systems and data, to enable continuous asset 

sustainability.

Outcome: Accurate, authoritative, comprehensive, secure, and timely enterprise-wide I&E 

information supporting integrated business management.

Measures:

• Assignment of unique identifiers (UIDs) to greater than 95% of DoD real property 

sites and assets. (2008)

• Development of Department-wide environmental liabilities reconciliation process and 

standards. (2008)

• Establishment of a common subset of geospatial data to be used for strategic level 

mapping and decision support. (2008)

• DoD Component implementation of Real Property Inventory Requirements (RPIR) 

sustainable business processes and rules, as evidenced by population of data elements. 

(2009)

• Geospatially enable the real property inventory and environmental liabilities 

management processes. (2010)

• Environmental liabilities auditability assertion. (2011) 

• Hazardous materials chemical regulatory reference data in the Product Hazard Data 

Master, as evidenced by 95% of all Component data requests met. (2012)

Objective 5.3:

Implement and continuously monitor the improvement of management systems.

Means and Strategies: I&E is embracing and implementing the use of the management 

systems concept, based on international quality standards, to assure that its installation 

assets and support services are of high quality and delivered consistently to its 

warfighter customers. To date, management systems have been implemented for 

environmental management and safety and occupational health throughout the 

Department. This objective continues and extends implementation of management 

systems throughout the I&E communities.

Representative management systems and international standards include: Environmental 

Management System (EMS) and Occupational Health and Safety Management (ANSI/

AIHA Z10). Policy guidance (such as Executive Order (EO) 13423, Strengthening 
p. 24

Federal Environmental, Energy, 

and Transportation Management) 

has been issued to address the 

implementation of sustainable 

goals through these management 

systems. Real benefit must be 

measured and reported, and 

continuous improvement measures 

incorporated into the business 

processes.

Outcome: Fully functioning and continuously improving Management Systems at 

appropriate facilities.

Measures:

• Achieve the following for Environmental Management System (EMS) appropriate 

facilities/organizations:

- 100% of EMS goals, objectives, and targets identified, reviewed, and updated. 

(Annually)

- EMS Audit conducted at all appropriate facilities/organizations. (Annually)

- Appropriate facility/organization senior management conducts a review of the EMS 

and respond to recommendations for continual improvement. (Annually)

- 100% full EMS implementation at all pre-January 2007 appropriate facilities. (2009)

- Integrate environmental aspects of energy and transportation functions into EMS at 

all appropriate levels. (2009)

- Develop procedures and mechanisms to strengthen coordination between energy, 

transportation and environmental management systems that focus on meeting the 

sustainability goals from section 2 of Executive Order 13423. (2009)

• Prepare performance targets (if not already established or deemed not appropriate) 

and report meaningful results for safety and occupational health management systems, 

in accordance with the following Occupational Health and Safety Administration 

(OSHA) Voluntary Protection Program (VPP) Challenge Stages4

:

- Stage 1 – 90% by 2008

- Stage 2 – 50% (2008); 90% (2009)

- Stage 3 – 30% (2008); 50% (2009); 90% (2010)

Objective 5.4:

Develop and maintain partnerships with interested parties to enhance sustainability and 

natural resource conservation, and improve the operations of installations.

Means and Strategies: To further national defense objectives, compatible land use, and 

natural resource conservation goals, the Department will establish policy and guidance 

for the creation of meaningful partnerships with non-governmental organizations that 

have land use and conservation interests.

DoD will reach ‘beyond the 

fence line’ and partner with 

local, regional, national, and 

tribal parties stakeholders 

in developing long-term 

sustainability solutions 

and natural resource 

conservation. DoD has 

entered or is entering 

into partnerships with 

various stakeholder groups 

resulting in innovative and 

collaborative efforts towards conservation and sustainability of military installations, 

ranges, and operating areas. Engagement and partnering efforts have provided 

opportunities for DoD and interested parties (e.g., local communities and utilities) to 

identify mutual goals and pursue collaborative efforts towards conservation of resources 

needed to maintain the military mission.

Outcome: Regional and local partnerships that promote mission sustainability.

Fiscal Year 2006 Commander in Chief’s Annual 

Award for Installation Excellence – partnering with 

our stakeholders.

Fiscal Year 2006 Secretary of Defense Annual Environmental 

Awards.

4

 For more information on the OSHA Challenge Stages, refer to http://www.osha.gov/dcsp/vpp/challenge.html.
p. 25

Measures:

• Develop, maintain and report on the number of partnerships established with nongovernmental organizations, tribal, state and local government entities, and other 

federal agencies to enable natural resource conservation and sustainment of the 

military mission. (ongoing) 

• Develop and issue DoD instruction for sustainment and natural resource 

conservation outreach. (2008)

• Achieve consensus with federal and state regulators on the emerging contaminant 

issues of mutual concern identified in 2006 by the Environmental Council of States 

(ECOS)/DoD workgroup. (2009)

• Prepare outreach plans for, and report on progress of all installations’ ability to 

support sustainability and natural resource conservation. (Annually beginning in 2010) 

A group of non-governmental organization (NGO) representatives learns about Amphibious Assault 

Vehicle (AAV) training during a range tour at Marine Corps Base Camp Pendleton, California. 
p. 26

GOAL 6 - RIGHT WORKFORCE:

Develop a high performing, agile, and competent workforce. 

The Installations and Environment workforce must be shaped, developed and utilized 

effectively to maximize its contribution to the success of the mission. Given our 

constantly evolving business environment, we must ensure that the right competencies 

and skills are acquired and effectively applied to help our people meet and exceed the 

highest standards of conduct and performance.

Objective 6.1:

Strengthen knowledge, skills and abilities of the Installations and Environment workforce 

by ensuring career field management plans are in place.

Means and Strategies: Effective management of career fields within the Installations and 

Environment community, across the Department, will allow us to shape and enhance 

our workforce to ensure we have the right people with the right skills and capabilities. 

Development of comprehensive 

Installations and Environment community 

workforce management plans to include 

career field training, development, 

mentoring, and career progression 

enhances the capabilities of our people 

maximizing the full workforce potential. 

The plans will provide continuous 

process improvements reviews for the 

individual, career field, and Installations 

and Environment workforce.

Outcome: A knowledgeable, highly skilled, and competent Installations and Environment 

workforce.

Measure:

• Develop and implement Military Service Installations and Environment community 

management plans to include all career fields within the Installations and Environment 

community. (2008)

Objective 6.2:

Improve the Department’s ability to work constructively with external entities by 

establishing a competency based approach to developing collaboration and partnering 

skills.

Means and Strategies: Enhanced collaboration and partnering skills are critical for driving 

innovation. Through collaboration, diverse parties who experience or address different 

aspects of a problem can develop solution options that reach beyond a single potentially 

limited vision of what is possible. Enhancing collaboration and partnering competencies 

will enable us to better leverage resources, eliminate duplication, and capitalize on the 

diverse intellectual capital within the DoD Installations and Environment community and 

our partner organizations. Establishing basic expectations of workforce collaboration 

and partnering skills will enhance a core competency necessary for business in the 21st 

century.

Outcome: An innovative Installations and Environment workforce skilled in collaboration 

and partnering techniques.

Measures:

• Identify core performance measures in collaboration and partnership. (2008)

• Identify and prioritize Installations and Environment career fields and grade levels/pay 

bands requiring collaboration and partnership skills. (2009)

• By the end of 2010, 40% of the Installations and Environment identified workforce 

has been trained in collaboration and partnership skills; each subsequent year will 

demonstrate a 10% increase to achieve 80% by 2014. 

Objective 6.3:

Proactively manage and implement change activities for leaders, managers and the DoD 

workforce at all levels.

Means and Strategies: The Installations and Environment community is substantially 

changing the management of its asset portfolio. Change management practices for its 

Appling LEAN techniques to improve product 

delivery to the customer.
p. 27

workforce have been embraced to enable effective transformation. Change management 

processes include structured and targeted educational activities. Towards this end, we 

will implement a nurturing workforce culture to assure the appropriate behavioral 

changes to our workforce in support of sustainment and mission enhancement.

The Installations and Environment community will continue to focus its change 

management efforts on providing the tools to enable adoption of knowledge based 

change. This includes curricula development, specialized classroom experience, 

distributed learning programs, and development of manuals.

Outcome: An agile and adaptable Installations and Environment workforce.

Measures: Establish a plan to develop, deliver and institute change management efforts, 

with emphasis on training for those leaders, managers, and workers involved in the 

following areas:

• Development (2008) and delivery (2010) of a comprehensive Installations 

Management Curriculum, based on a requirements review, and existing education 

and training resources both within the Installations and Environment community and 

resident in aligned disciplines (e.g., acquisition, logistics, industry associations, safety, 

and medical).

• Development of a consolidated and coordinated change management approach across 

all DoD Installations and Environment business areas to increase worker performance 

while eliminating duplicative efforts. (2008)

Objective 6.4:

Improve quality, reduce cost and provide rapid delivery of better products and services 

through public-private competition.

Means and Strategies: The process of public-private competition or competitive 

sourcing provides an imperative to focus on continuous improvement. We will remove 

roadblocks to better performance and greater efficiency to improve installations support 

to the warfighter and increase readiness. We are focused on the most effective and 

efficient way of obtaining services clearly identified as commercial regardless of whether 

it is performed by the government or contractor. Public-private competitions have 

demonstrated substantial savings whether the in-house workforce or contractor wins 

the competition. The Department has a competitive sourcing plan in place to improve 

performance and generate savings.

Outcome: A high performing workforce that effectively and efficiently accomplishes our 

mission.

Measures:

• Establish annual and long-term (through the Future Years Defense Plan (FYDP)) 

public-private competition plans to maximize performance and efficiency of 

commercial activities.

• Implement annual plans to meet public-private competition targets set forth in the 

plans.
p. 28

The way ahead

To meet the ever changing warfighting landscape our military must be flexible and 

responsive. Our Installation assets must support this environment.

As our Nation’s security challenges become more complex, the military must become 

an increasingly agile joint force that is dominant across the full spectrum of operations. 

Installations are a critical component to this Nation’s force capabilities. We are in the 

process – and will be for the near term – of global repositioning of our military forces 

resulting in the reshaping of installation organization, facility composition, and installation 

services delivery. During this period of transformation we must sustain installations to 

provide the focused capabilities to generate the required combat power.

The Department is committed to a comprehensive asset management framework to 

enhance overall sustainability and support of the military mission. This means embracing 

modern asset management techniques, focused business process reengineering, and 

aggressive implementation of the resulting new processes / practices. We will face 

challenges to acquire and develop the workforce with the professional experience and 

technical skills to lead and execute the Installations and Environment “business areas”. 

The “Right Workforce” provides our roadmap to address these issues. We will continue 

to partner with federal, state, and local government agencies, community leaders, and 

nongovernmental organizations as we improve our outreach efforts. Therefore, to 

be successful, we must strive to become systems thinkers if we are to benefit from 

the interrelationships of the triple bottom line of sustainability – that is mission, 

environment, and community.

The 2007 Defense Installations Strategic Plan continues our progress toward a 

framework of installations and associated facilities, ranges, and other critical assets that 

is properly distributed, efficient, and capable of ensuring that the Department of Defense 

and the U.S. Armed Services can successfully carry out the roles, missions, and tasks that 

safeguard our security at home and overseas. 

It is essential that we progress toward our vision because, at the end of the day, our 

installations are the home of combat power for the 21st Century.
p. 29

Appendix: Definitions and acronyms

ACAT

Acquisition Category

Air Installation Compatible Use Zone Program

Designed to assist officials in protecting public health and safety within designated areas, 

as well as protecting the installation’s operational capability from the effects of land use 

that are incompatible with aircraft operations.

Asset management

A decision-making framework with a long-term focus, guided by performance goals. It 

combines engineering principles with sound business practices and economic theory 

and provides decision support tools to facilitate a more organized, logical approach to 

decision-making. 

BEA

Business Enterprise Architecture

BRAC

Base Realignment and Closure

Capability

The ability to perform a specified action. Parameters of Warfighter capabilities may 

include time, cost, location, and / or quality.

Closure

All missions of the installation have ceased or have been relocated. All personnel 

positions (military, civilian and contractor) have either been eliminated or relocated, 

except for personnel required for caretaking, conducting any ongoing environmental 

cleanup, and disposal of the base, or personnel remaining in authorized enclaves.

Commission

The Commission established by section 2902 of the Defense Base Closure and 

Realignment Act of 1990, as amended.

Cooperative Security Location (CSL)

A facility located outside the United States and U.S. territories with little or no 

permanent U.S. presence, maintained with periodic contractor or host-nation support. 

CSLs provide contingency access, logistics support, and rotational use by operating 

forces and can be a focal point for security cooperation activities. 

DoD

Department of Defense

DoD Components

Army, Navy, Air Force, Marine Corps, and Defense Agencies

DEIC

Defense Environmental International Cooperation

Defense Readiness Reporting System (DRRS)

The single integrated, web-based readiness reporting system for the Department of 

Defense. It focuses on the commander’s assessment of unit capabilities to perform 

assigned tasks, based upon status of resources and subjective judgment. 

Emerging Contaminants

Chemicals and materials of interest to DoD that have a) a perceived or real threat 

to human health and /or the environment, b) no peer-reviewed health standard or an 

evolving standard.

EMS Full Implementation

An EMS hall be considered fully implemented when (1) it has been the subject of a 

formal audit by a qualified party outside the control or scope of the EMS, (2) audit 

findings have been recognized by the appropriate level of the agency implementing the 

EMS, and (3) the appropriate senior manager accountable for implementation of the EMS 

has declared conformance to EMS requirements.

Encroachment

External influences threatening or constraining activities required for training, testing, 

or operations. (NOTE: Paraphrased from DoDD 3200.15) Examples of encroachment 

include environmental constraints, competition for airspace and eroding DoD radio 

frequency spectrum, along with urban growth around installations and ranges.

Enforcement Action Root Causes Infrastructure

Includes enforcement actions caused by failed or failing systems and/or inadequate 

capacity/capability to meet regulatory requirements.

Enforcement Action Root Causes Management Oversight

Includes not providing adequate oversight of established procedures due to lack of 

resources, inadequate policy or guidance, or inadequate contract language.

Enforcement Action Root Causes Training

Includes operator and personnel error due to inadequate or missing training, and not 

following established procedures.

EO

Executive Order
p. 30

ESOH

Environmental, Safety, and Occupational Health 

Facilities Modernization Model (FMM)

DoD’s tool to establish annual funding benchmarks for facilities modernization 

investments. It employs the same basic model architecture as the Facilities Sustainment 

Model (inventory, forecasts, and business rules for parsing the real property inventory 

into various organizational categories) coupled with specific economic parameters for 

modernization (depreciation, service life) for each facility type, to yield the average 

annual modernization cost for each component for each year of the Future Years 

Defense Plan.

Facilities Operations Model (FOM)

DoD’s tool to establish annual funding benchmarks to deliver the following functions: 

Fire and Emergency Services; Utilities; Pavement Clearance; Refuse Collection and 

Disposal; Real Property Leases; Grounds Maintenance and Landscaping; Pest Control; 

Custodial; Real Property Management and Engineering Services; and Readiness 

Engineering.

Forward Operating Site (FOS)

A scalable location outside the United States and U.S. territories intended for rotational 

use by operating forces. Such expandable “warm facilities” may be maintained with 

limited U.S. military support presence and possibly prepositioned equipment. FOSs 

support rotational, rather than permanently stationed, forces and are a focus for bilateral 

and regional training.

Facilities Recapitalization Metric (FRM)

A rate, expressed in years, in which the existing plant is restored, modernized, or 

replaced, given planned investment spending.

Facilities Sustainment Model (FSM)

DoD’s tool to establish annual funding benchmarks to keep an inventory of good 

facilities in good condition, based upon commercial benchmarks for maintenance and 

repair. 

FY

Fiscal Year

FYDP

Future Years Defense Plan

Hazardous material

A material or substance in a quantity or form that, when not properly controlled 

or contained, may pose an unreasonable risk to health, safety, property, and the 

environment, is of such a nature as to require implementation of special control 

procedures supplementing standard departmental procedures, and may require the 

use of specialized equipment and reference material. For the purpose of this plan, 

hazardous material, hazardous substance, dangerous material, and dangerous chemical 

are synonymous.

ICRMP

Integrated Cultural Resource Management Plan 

Infrastructure

The underlying foundation required by any defense activity to perform its mission. 

Infrastructure is comprised of both the built and natural assets at an installation.

INRMP

Integrated Natural Resource Management Plan

Installation

A base, camp, post, station, yard, center, homeport facility for any ship, or other activity 

under the jurisdiction of the Department of Defense (including any leased facility) or, 

in the case of a foreign country, under the operational control of the Department of 

Defense.

Installation Assets

Natural and manmade assets associated with owning, managing, and operating an 

installation, including the facilities, people, and internal and external environment.

Installation Services

A collection of programs that together provide a wide array of common services 

necessary to support installation personnel and non-tactical functions. Includes – but is 

not limited to – transportation, supply, communications, food services, family programs, 

security, legal and financial services, and many other areas.

Joint

Connotes activities, operations, organizations, etc., in which elements of two or more 

DoD Components participate.

Joint Base

A location designated in BRAC 2005 as having installation management functions 

transferred from one or more installations to another installation.

Joint Land Use Study Program

Promotes cooperative land use planning between select local governments and military 

installations to help achieve compatibility through planning and land use control 

processes.
p. 31

Mission Dependency rating

A rating based upon the value an asset brings to the performance of the mission as 

determined by the governing agency.

Modernization

Renovation and replacement activities to implement new standards or functions for 

facilities. 

Natural Infrastructure

All natural resources (air, water, and land) that the Department of Defense operates in 

or controls. A subset of Installation Assets. (from DoDD 4715.1E) 

Natural Infrastructure Management

Focuses on developing an approach that quantifiably evaluates the adequacy of natural 

assets to meet current and future mission requirements.

Quality Rating

A code used to depict the capability of existing facilities. The Q-rating will reflect the 

estimated cost to fully restore and modernize a given facility.

RAC

Risk Assessment Code

Ranges and Operating Areas

Specifically bounded geographic areas that may encompass a landmass, body of water 

(above or below the surface), airspace, and/or space used to conduct operations, training, 

research and development, and test and evaluation of military hardware, personnel, 

tactics, munitions, explosives, or electronic combat systems. Those areas shall be under 

strict control of the Armed Forces or may be shared by multiple Agencies. (from DoDD 

3200.15)

Readiness and Environmental Protection Initiative

Designed to ensure the future use of military testing and training land by addressing 

issues of potential encroachment.

Realignment

Any action that both reduces and relocates functions and civilian personnel positions, 

but does not include a reduction in force resulting from workload adjustments, reduced 

personnel or funding levels, or skill imbalances.

Restoration

Repair activities necessary to restore degraded facilities to useful condition.

SHARE

Safety, Health and Return-to-Employment

SMART-Q

The objective is precise and uses an active verb stated in performance terms; Specific – 

the objective is precise and uses an active verb stated in performance terms; Measurable 

– progress is towards objectives can be described over time; Achievable – objective is set 

high but is attainable; Realistic and relevant – resources are available to achieve objective, 

and is aligned to organization performance needs; Time-framed (bound) – specific time 

frame for completion; Quality – accuracy, appearance, usefulness or effectiveness of the 

final product.

Sustainment

The management, operation and maintenance, repair and modernization of national 

defense assets necessary to support their long-term viability and utility.

Transformation

 According to the Department’s April 2003 Transformation Planning Guidance document, 

transformation is “a process that shapes the changing nature of military competition 

and cooperation through new combinations of concepts, capabilities, people and 

organizations that exploit our nation’s advantages and protect against our asymmetric 

vulnerabilities to sustain our strategic position, which helps underpin peace and stability 

in the world” (Department of Defense, Transformation Planning Guidance, April 2003).

Utilization Rating

The rate of utilization of a real property asset.
Office of the Deputy Secretary of Defense (Installations and Environment)